This research discusses the tourism crisis management approach used in handling the recovery of
Bali as a tourism destination after the first Bali bombings in 2002 and second Bali bombings in
2005. It acknowledges the importance of a crisis management especially in a situation where the
crisis repeatedly occurs in the same place and targeted the similar target. This research examines
the crisis management approach through the tourism public policy formulated and implemented
by the government of Indonesia. An external perspective from the industry private sector is also
investigated as many scholars note that other observations and opinion from senior executives
following every episode are necessary because they have different perceptions of the crises.
Finally, an investigation of any existence of organisational learning the first and second Bali
bombings is also presented. This research concludes in three new findings. First, the Indonesian
government did not present any crisis management framework after the first and second Bali
Bombings; rather they established a National Recovery Program that lacks few main aspects of
crisis management. Second, although the Indonesian government initiated the recovery program
after the first Bali Bombings it was the private sector (Bali Tourism Board) who initially
instigated the recovery program after the second Bali Bombings. Third, the absence of an
organisational learning was also discovered after the first and second Bali Bombings incidents
| Identifer | oai:union.ndltd.org:ADTP/202609 |
| Date | January 2007 |
| Creators | ANDARI, WIPSAR ASWI DINA TRI, n/a |
| Publisher | University of Canberra. Business & Government |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | ), Copyright WIPSAR ASWI DINA TRI ANDARI |
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